Operators are currently being swayed by topics involving asset management. Due to the dynamic development in grids and the accompanying uncertainty, it is increasingly important for them to identify the condition of their transformer fleets in order to develop maintenance and replacement strategies. And this is typically done using intelligent sensors. This has given rise to a market that has been mobbed by an almost unthinkable number of sensor manufacturers. It is hard for OEMs to keep it all straight. In this process, the operator selects the sensors, while the OEM has to integrate them on the transformer. This increases the complexity of OEMs and increases the amount of work and the costs.

It’s due to the huge number of different solutions. Every system could really do with its own specialist. The sensors all have to be wired, installed and commissioned. And the technology has to function perfectly in the highly critical environment. In addition, transformer manufacturers are operating on global markets, and each country has its own regulations. In Japan, for example, wires have to be a different color than in China. And there are different regulations there for wire diameter than in the USA – to point to just a few examples. We could add countless others. As a whole, this is already difficult to manage, and it is becoming more and more critical with the increasing integration of various sensor systems.

By switching from a system integrator to a solution provider and participating in this trend economically with their own manageable solutions. Developing their own technologies is not worth it in most cases, and the quantities produced by most manufacturers are too low. By using the modular solutions available on the market, however, they can expand their range of services for the transformer. Furthermore, there is an enormous opportunity for manufacturers in digitalization. Data is the key to optimization and new business models.

It begins with optimizing their own transformers. Manufacturers could use information coming from real-world grid operation to do so. Another option is further developing their service department. People who can see where the problem is based on the data can bring the right replacement parts with them when they head to the primary substation. Digital services such as remote maintenance solutions or assessment solutions are also conceivable. This requires a reliable, user-friendly digitalization solution on the transformer. This is where we come into play.

For almost a hundred years, we have managed complexity in the transformer industry. We successfully produced tap changers and transformer accessories with highly complex requirements economically in a plethora of variants. In the process, complexity management has developed into an important core competence for us. Building on that, today, we offer ETOS^®, our open operating system for power transformers, a digitalization module for wide-ranging customer requirements. And we have developed a consulting concept.

We ourselves once faced very similar problems to the ones facing the transformer industry today. In the late 1990s, our tap-changer production shot up tremendously, from 2,000 to 8,000 units per year. We needed to learn how to manage this complexity. We can share what we learned from this experience and have developed a three-stage consultation concept. In the first step, we take a look at the product together with the manufacturers. Where are the strengths? What opportunities are there for differentiation? Then, we look at production and processes and search for weak points and optimization potential. In the third step, we define goals and consider how customers can integrate our solution into their production process and value chain optimally.